Archive for the ‘Uncategorized’ Category

Sharing Social Insights from #SXSW

Thursday, March 25th, 2010

sharing kids

Lately I’ve been thinking a lot about how our society is becoming more “social” thanks to digital tools that are bringing us closer together. Blogs, online communities, Twitter, Facebook, and Foursquare are helping people help each other more than ever since we broke out of small clans thousands of years ago. For a while I have believed that these social-media tools are taking off because they match the way the human race has evolved to survive and advance by sharing. At the SXSW Interactive conference, I had the chance to see professor and author Clay Shirky connect more dots for me in his talk, titled “Monkeys with Internet Access: Sharing, Human Nature, and Digital Data.”

Shirky retold several stories from his excellent book, Here Comes Everybody, but focused on describing some fundamental insights around what and why people share. His first point was that people are programmed to share based on millions of years of evolution in which we lived in small groups and traded favors and resources to survive. Remembering favors and managing personal relationships takes up a large part of our advanced brains, and studies show that there is even a limit to how many relationships our powerful processors can manage at one time (Dunbar’s number, which is said to be 150 for humans). The act of sharing releases a pleasant-feeling dopamine reward and positive memories that last for some time.

But all sharing is not created equal. While all forms of sharing can bring positive feelings, different types come at different costs. Shirky painted the picture of an old woman walking toward you on the sidewalk. She is trying to get your attention and can ask for one of three kinds of favors:

  • Goods: She might ask for money. This causes us to tense up and feel most negative, because sharing a “good” like this comes at a one-for-one cost. If you give her your money, then you cannot benefit from it any more.
  • Services: She might ask you to help her cross the street. This comes at some cost, as you must stop what you are doing and spend your time backtracking with her. But this favor does not take much from you.
  • Information: She might ask for directions to a nearby store. This favor is essentially free because it takes very little time and nothing is lost. Interestingly, because information is given at no cost, our society generally looks down on people who fail to share this. We have evolved to punish people who fail to share alike.

Shirky used this model to describe how online music swapping arose so quickly with Napster despite claims that it was socially unacceptable—like stealing. In the days of records, people did not share music very often because you would literally have to give up your record album to a friend. It was a good people did not want to part with. With the rise of cassettes and CDs, people shared more often by making a mix tape or burning a copy. This was a service that took some time to do for each person, so it was still fairly difficult. But the ability to rip and share music online turned music into information that people easily shared among friends. In fact, we became compelled to share this information at risk of being perceived as a hoarder.

Technology that allows for greater sharing, say turning goods into information, or making information much easier to share broadly, has led to some of the largest societal changes in history. The adoption of the printing press in medieval Europe brought religion to the masses and sparked revolutions in faith and science. According to Shirky, “abundance brings more change than scarcity.” He described how already digital sharing is “turning small, private, expensive good acts into big, public, cheap ones.”

I believe marketing is one of those models that will change dramatically because of the power of sharing. Today, digital tools have turned us all into consummate sharers. With five seconds on Facebook or TripAdvisor, we can benefit from the positive feelings of sharing tips and reviews with friends and strangers. Such information is more trusted and useful than anything advertisers can say, and Google places much heavier weight on what society says when individuals search for answers online. Advertisers, grocery stores, maitre d’s, and travel and real estate agents no longer have the power of information scarcity in a society in which people are rewarded, encouraged, and compelled to share with each other.

In a presentation after Shirky’s, renowned speaker Tim Sanders shared his experiences and secrets on how to make a living from the speaking circuit as he does. That’s right, Sanders gave away extremely rare and powerful information to people who might end up competing against him for speaker fees in the future. But Sanders enjoys helping others, and he believes that he is better off sharing with others who will drive the personal connections and positive word of mouth that will him get more, higher-paying speaking gigs down the road.

Interesting, Sanders was asked by someone in the audience about whether “transparency” was the defining word of our new age of digital social sharing. He actually disagreed, saying:

“Anyone can be transparent. I believe the history books will say that social media was about ‘being helpful.’”

My many thanks to both Shirky and Sanders for sharing information that will help me be more successful in guiding marketing strategy and winning speaking opportunities. And through this blog post, I hope you benefit from their knowledge as well.

Inside the First Google and WPP Research Awards

Monday, November 16th, 2009

wpp google logos

I recently got to sit in on the first presentation of results from a joint research program between Google and my holding company, WPP. At the Google office in NYC on November 3, a handful of people got the chance to see what a group of professors from around the world were able to do thanks to receiving data from the Google vaults. It was a great time-out from the day-to-day, and I hope the first of many more experiments and presentations in the years ahead as we all try to figure out how to best deploy digital marketing.

The Google and WPP Marketing Research Awards Program was first announced last fall as a way for these two advertising giants to crack the code with the help of university professors. A group of more than 100 professors, corporate marketers, and agency strategists applied for 25 grants in the range of $50,000 to $80,000 each. The key topic areas for the research focused on understanding online advertising and the link between offline and online.

Let me first say that I think this is a very meaningful partnership between Google and WPP. The two companies coexist as what WPP’s leader, Sir Martin Sorrell, calls “frenemies.” That’s a combination of “friend” and “enemy” in case you missed it, and it shows how in business today—and especially in new ground such as digital marketing—the rules are undefined, and your customers are often your competitors as well. The idea to sponsor a joint research program came out of friendly discussions aimed at helping build a stronger understanding, if not a trusting relationship, between the two heavyweights.

I learned a few interesting nuggets from the research presentations that are worth sharing here in summary. But stay on the lookout for the full research reports, which both companies promised to share publicly soon:

  • It can be more effective to give users of Google Maps fewer options (i.e., for resizing, zooming, sorting), suggesting that they will spend too much time “fiddling with the knobs” and missing their core goal.
  • Chinese consumers who are exposed to more display ads for brands shift their search habits toward more brand search over category search.
  • Display advertising can be much more effective if you are able to learn about the reason/motivation behind individual users’ website visits (but the challenge lies in understanding their motivation).
  • Brain scanning suggests that written copy can be more emotionally engaging than photos and video, as people likely internalize the written word more.

Aside from this specific research, I also learned a little about how Google is constantly experimenting on its own search platform. During his opening keynote, Google Chief Economist Hal Varian mentioned that the staff at the company is constantly tinkering with the user experience of the site to improve results. He said, “Every time you use Google there are six to 10 experiments that you are participating in.” That adds up to about 11,000 experiments a year. This attitude of constant improvement is something pretty typical of strong e-commerce sites, where you can actually see the cash register ring instantly when you test something new, and have a strong incentive to roll out the improvement quickly. But the scale of Google’s experiments was staggering. This philosophy of constant improvement suggests that any challenger will not only have to do something different initially, but keep upgrading continuously to make a difference. I doubt that Yahoo! and Microsoft’s Bing are even close in this regard.

Applications for the 2nd annual round of research are coming in now, and there are already more applications than last year. In fact, my Analytics & Measurement team here at Bridge Worldwide just applied with a client of ours. We hope to receive funding so that we can run a test of the ROI on social sharing from a brand website. Fingers are crossed that we make the cut.

On a final note, I just found out that I have been invited to forge another WPP/Google bond—albeit a more modest one—by speaking at Google’s office on December 8 as part of its Authors@Google program. I’ve always wanted to catch a glimpse of the company’s West Coast HQ and it will be an honor to follow in the footsteps of some amazing speakers who have come through the program. Stay tuned for more on this in a month.

Will “Droid Does” Be Meaningful?

Wednesday, November 4th, 2009


(Today I’m turning over the keys to guest writer Marty Boyer, one of our top technology leaders here at Bridge Worldwide. Marty had some great thinking about a new campaign for Verizon that is meant to steal share from the iPhone, and I asked him to add his thinking to this space. Please also check out Marty’s blog over at Famine City.)

If you are going to call out the iPhone for its shortcomings, you better bring a great product and the marketing cavalry. Unfortunately, I have to say that while the technology might deliver on the brand promise for Android, the “Droid Does” campaign is not delivering on meaningful marketing quite yet.

As a technologist, I was very excited to see Verizon’s Droid Does campaign surface on television a couple weeks ago. Finally, competition that is so confident about its product that it is directly taking on the iPhone. Though I own an iPhone, I also own a G1—the first release of the Android phone. The first release of the Android phone wasn’t exactly a consumer-ready device. However, with the release of the Droid Does campaign and Android 2.0, I was anticipating some strong competition for Apple, which needs a strong competitor to hasten upgrades to the iPhone. I was assured through the bold statements and the nature of the commercial that this device is ready to deliver.

Then I visited droiddoes.com, the call to action on the television spot. Verizon piqued my interest, I came to its website, and I was fully engaged. I’m the exactly the visitor Verizon wants blogging about the next release of the Android platform. I was hoping for something meaningful. But…

Verizon did not deliver anything meaningful. When I visited the site, there was an email sign-up box, circa 2000, to get updates on availability. DroidDoes.com missed the opportunity to send me wistfully into their purchasing funnel. I committed my time to visiting their site and even signed up for the newsletter, but was underwhelmed from the marketing experience. I wanted to be sold. I wanted something meaningful.  To be competitive in this space, brands must remember that they are trying to attract converts and early adopters. So what might a meaningful effort have looked like in this space?

Provide the opportunity to join a revolution.

The iPhone isn’t simply a phone; it’s a cultural icon. From the headphones on down, it is an absolute status symbol. There are many buyers who want another option—a better option for their specific needs. Help us believe, Verizon. We want to be part of an early-adoption revolution. Allow us to take a blog badge, join a Facebook group, or leave a comment about what I want by joining the Android revolution. As I am writing this post, a tweet came across from Adam Kmiec, “So want a Palm Pre or Pixi. Wish Palm had a program for people to trade in their iphones for a pre/pixi.” We all want options and an alternative to the iPhone; capitalize on it.

Use all of the energy and comments in the social-media space to share features about the Android.

Alternatively, allow iPhone users to download an iPhone app that posts what they want from the Android. Solicit feedback about what people are really looking forward to from the Google product to help build buzz and then share this content out to social networks. The people who are visiting Droid Does are early adopters and converts, but there is not a method to harness their energy to build Android momentum.

Show the anatomy of a “Droid.”

I can easily Google “Android phone” and find video, features, functions, and more content than is delivered on the website. Verizon has an opportunity to show us the latest, greatest, and best of its product offering, yet it has given the responsibility over to other consumers. If we have to rely on other consumers more than the brand itself for product information, then there’s work to do. Again, the company has not delivered a meaningful experience or even (simply) information. At this same time I might recommend that Verizon use the opportunity to clear up why its service is different than T-Mobile’s G-Phone product. Consumers in the United States (unless you are an iPhone user) tend to shop by carrier first, and phone second. This is more FAQ content and does not even really engage the user, but is a step toward being useful, if not meaningful.

To quote Jim Croce, “You don’t step on Superman’s cape.” You are calling Apple into the fight. You are telling the world you are better. If you are better, you have to deliver. Every phase of your plan must be on point, meaningful, and executed to take on a market leader. At some point, the Google phone will make inroads into the Apple iPhone’s world. At minimum, I am expecting some of the market forces to hasten upgrades to the iPhone itself. If you are going to compete with Apple, your products better deliver on the brand promise and start with meaningful marketing experiences.

Marty Boyer is an Associate Director of Technology at Bridge Worldwide. He leads interactive solutions for his P&G brand efforts. Outside of work you will find him engaged in the social-media space, blogging, and in the Twitter-verse.

How Fixodent Found an Insight to Add Value

Monday, October 19th, 2009

fixodent stories

Many brands offer products that can ladder up to a higher-level benefit. A good online banking service can make people feel more confident about their financial choices. A reliable, comfortable diaper for babies helps new mothers feel that they are doing the right thing for their newborns. Really good food and service at a fine restaurant can kindle romance (and maybe another newborn). These are the “higher-level benefits” that many of our brands aspire to reach, and we can only hope to reach them by understanding how our products and marketing fit into the overall experience of people’s lives.

One of the best illustrations of this comes from my team on the Fixodent brand, which just launched an impressive new meaningful marketing program. I know, I know: The denture-adhesive category probably doesn’t seem like it would offer the richest source of new insights, but it is a great example of how by starting from scratch and really getting inside our consumer’s mind (and life), we were able to uncover now-obvious insights that inspired a new, meaningful marketing approach.

Most of you probably picture denture wearers as a fit, smiling, well-dressed, gray-haired couple roaming a beach with a golden Labrador retriever; after all, that’s the message we’ve been served by advertisers for decades. Because our business objective was to win over new buyers, and, by helping them early in the process, win their loyalty for life, we felt we needed to test this cliché and make sure that’s who we were really talking to—and revisit what more we might do for denture wearers.

We began by conducting new research that focused on people who had recently gone through the process of being fitted for their first pair of dentures. From our first consumer interview, we were stunned to learn that the dental surgery and denture-fitting process are, in fact, very frightening, and that our target audience was quite different from whom we had imagined. Despite improvements in cleaning products and dentistry, and fluoride in water, some people are losing the majority of their teeth by age 35; they are often completely unprepared to deal with the reality of dentures and—whether age 35 or 65—feel a great deal of embarrassment about it. Many, in fact, suffer in silence with tooth pain for some time, lacking the funds to undergo measures that can correct problems before it is too late. When lower-income people are eventually forced to visit a dentist, often due to excruciating pain, many are sent to a “chop shop” where their full set of teeth is pulled and dentures are fitted in a matter of hours (a process that really should happen over a few weeks for the least amount of suffering and the best fit). Unfortunately, some dentists at the bottom of the market see the denture wearer as “the end of the line”—a customer who will never return—so the level of education and service tends to be basic, at best.

Even after people are fitted with dentures, they frequently feel ongoing shame and embarrassment. One woman in our research said that she had never let her husband of 40 years see her without her dentures on. Another sad fact that we learned from denture wearers is that they often stop smiling in photographs. This struck a personal chord with me, as I remembered that my grandfather, who wore dentures, always spurned the camera for this reason.

Through our research process, we narrowed our focus to a single, invaluable insight: Denture wearers feel like they have nowhere to turn for help and advice in this embarrassing and painful experience. We saw opportunities to be a reliable source of information that could be accessed without embarrassment, a place where they could learn about everything from preparing for oral surgery to handling the discomfort afterward. And we saw a crystal-clear opportunity for the Fixodent brand to present this solution—to add value through its marketing.

The result of this insight is Denture Living, an online resource for new denture wearers that provides specific information for visitors depending on where they are in the denture-wearing process (pre-wearers, new wearers, and experienced wearers). Helpful features include a guide to prepare visitors for discussions with their dentists, and a calendar that annotates just what new wearers might experience during their first month.

Denture Living also includes real stories from real people who have gone through the process, and offers a message board where visitors can ask questions, including ones that they are too ashamed to ask elsewhere. After only a few weeks, we are already seeing some intensely personal stories being shared in these boards. Information for friends and family is also provided, so that they can be informed and lend their support.

The site puts a priority on information and solutions, while clearly presenting Fixodent as the trusted source of the guidance. In addition to making a positive brand association for the new denture wearer, the site provides a platform for product news and promotions. Instead of simple beach scenes of smiling 60-somethings, the Fixodent brand is bringing real solutions to people who need the help the most. And let’s face it: If a denture-adhesive brand can uncover applicable insights, any brand can.

I am extremely proud of this work by our agency and client team. Congrats on a very meaningful marketing program, gang!

Adweek: Building Brands, One Act at a Time

Wednesday, September 16th, 2009

adweek story

I’m writing from the Delta Sky Club in San Diego today as I wait for my return flight to Cincinnati after a whirlwind iMedia Brand Summit. My keynote speech yesterday went very well and I got to hand out 400 copies of my new book to an audience of brilliant digital marketers. I got to meet many of them, and, thankfully, my Twitter feedback on the presentation was strong! I’ll share more of my experience and lessons from iMedia in the next few days, but for now I wanted to share an article that I wrote for Adweek, which just hit today.

In this piece I put traditional equity building ad campaigns in the crosshairs and call out several examples of big brands that have failed to turn themselves around despite big spending and slick, celebrity-laden ad campaigns. Meanwhile, a handful of companies are making tremendous revenue and equity gains by creating marketing that actually adds value to people’s lives.

Take a read and let me know what you think!

Can Big Brands Adapt to Marketing with Meaning?

Sunday, September 13th, 2009

lululemon central park

Thanks to Seth Godin and New York Magazine, over the weekend I discovered the Lululemon brand of yoga clothing and accessories. It’s a remarkable business that seems to be sweeping the nation and broadening interest in a 2,000-year exercise ritual. One of Lululemon’s main marketing strategies is to host free, public yoga sessions weekly, such as the photo above in New York City’s Bryant Park. It’s a terrific example of Marketing with Meaning, but this case study and Seth’s post suggest to me that the evolution to this new marketing model might favor new brands over the old.

Let me first establish that Lululemon has a killer idea with its free yoga classes. Strategically, there are a few business challenges that make this idea smart. First, the classes help people who are intrigued by the idea of yoga get a feel for the concept in a low-risk way. The classes are free, and because there are many people around you there is less pressure to look good and perform well. Lululemon understands that it needs to get more people engaged in yoga to grow its sales. Give away the class, and people will keep buying the refill clothing.

Second, because the classes are large and in a very public place, they become one giant advertisement for yoga and the Lululemon brand. Actually, it’s almost insulting to call this an “advertisement”—rather, it’s a living, breathing example of how yoga makes a lot of people feel really good and stay in shape. Passersby see that this is a very socially acceptable exercise, which helps break down some people’s concern that yoga is for hippies and gurus.

So it’s confirmed: This is very meaningful marketing. But Godin uses this case study to suggest something more. He says, “I think it’s dangerous and often fatal to put free on top of an existing business model. Things fall apart.” Seth believes that businesses that have been charging for services won’t be able to adapt to the world of giving away value and hoping to be repaid in sales, loyalty, and word of mouth.

I think Seth is getting close to a very big issue but misses the mark a bit. He says that big companies are not used to giving away valuable “stuff” for free. But this is not accurate. After all, one of the most common marketing tactics in the history of commerce is the free sample. By people taking a taste of food or trying a new razor at no cost, many end up buying the product or service either because they like it or they have generated feelings of reciprocity and are compelled to repay the marketer with sales.

But the much bigger picture that Seth is raising is this: Can big companies shift from interruptive advertising to marketing that actually adds value to people’s lives—what we call Marketing with Meaning? Right now, I believe the future might belong to new brands, which rise to strength with a meaning-based approach from the beginning, while large brands might be unable to make the shift in time.

Looking at the hottest new brands in the world, many have risen to power with a more meaning-based approach. Red Bull came out of nowhere with a marketing strategy focused on events. Zappos rose thanks to social-media-powered customer service. Google became the most valuable, most loved brand in the world by continuing to roll out great, free services—and hasn’t run a single TV commercial. These brands show us that a completely new marketing approach, centered on adding value, can win.

Meanwhile, the odds seem staked against big brands despite their big budgets and historic leadership. The best model to pose their challenge is The Innovator’s Dilemma. Put simply, big, leading companies rise to success by getting better and better at one way of doing business. But when the world changes, they just don’t understand how to understand how to shift, and all of their existing processes, people, and incentives support the old way.

Traditional, interruptive, impression-based marketing is one of those existing models that a lot of big brands have gotten very good at mastering. They can tweak that commercial to perfection, squeeze out more efficiency in a media buy, and even find new ways to gauge consumer reaction to an ad (such as brain scanning) and new places to put an ad (airplane trays, anyone?). But those skills are all spent in polishing a model that has decreasing marginal returns—and with the revolution in consumer power and media options, these actions might be leading to decreasing returns, or at least widening opportunity costs from not embracing meaningful marketing.

Lululemon went from zero to a $1 billion market cap thanks to marketing with meaning. But it did so because it had zero to start with. This challenge forced Lululemon to think differently from the start. But big brands have the disadvantage of lots of money and existing equity. This mirrors the evolution of life on earth—the specialties that made plants and animals successful in one era can become weaknesses when the climate shifts.

But hope is not lost! In my new book, The Next Evolution of Marketing: Connect with Your Customers by Marketing with Meaning, I share the case studies of four very big brands that have made the shift: Dove, Burger King, Nike, and The Partnership for a Drug-Free America. And, in order to practice some free-sample meaningful marketing myself, you can download the chapter that includes these case studies here.

Time will tell which brands are able to make the leap. I believe thousands of small brands will rise from the chaos, and a good number of big brands that quickly admit the challenges and commit to a new path will make the journey as well.

Local Sandwich Shop Scores on Facebook

Friday, August 28th, 2009

There have been many of the same, tired stories circulating in marketing-guru circles about small businesses that are using social media. There’s the bakery in London that installed a special device that tweets when fresh bread is baked, and there’s the Kogi Korean BBQ truck in L.A. that people chase around at 2 a.m. through Twitter and Facebook for killer tacos. These cases are great, and show the power of social media to impact small businesses, but do you really need special devices and a whole new business model to win in this new medium? Nope. Any small business can get on the bandwagon, including a local sandwich shop near our office. All it takes is some courage and a little personality.

I have spent many, many meals at La Tea Room Cafe over the past five years that I have been working at Bridge Worldwide; it’s a solid but not special lunch spot a few blocks away from our office in downtown Cincinnati. It offers a good range of salads and sandwiches and plenty of room to sit down and chat. The staff is friendly and conversational. A few weeks ago I was wasting a couple of minutes on Facebook in the morning and saw a recommendation that I become friends with La Tea Room, based on the fact that others in my network were connected to it. I checked it out and decided to give it a try. Right away I got a message that the daily lunch special would be the Buffalo Chicken Wrap. I’m a sucker for just about anything that’s been “Buffaloed” and I had no specific lunch plans, so I grabbed a friend and headed over for lunch and an experiment in social-media marketing.

I walked in the door, and immediately said I was there for the special that I had read about on Facebook. The usual counter guy informed me that actually this was going to be tomorrow’s special, and they had made a mistake. He apologized, but I was disappointed that my social-media experience had ended poorly. I got another sandwich and placed a comment on La Tea Room’s daily special announcement to the effect that I was let down.

When I returned to my desk I saw a direct message reply from La Tea Room on Facebook. It read, “WE’RE SORRY!” and went on to offer me a free sandwich and drink the following day. I had already forgiven them at the store, but this was a very nice touch.

This little story, my friends, can teach just about all you need to know about how to succeed with social media for your brand, whether you’re a small business or a giant national airlineFirst, provide useful information that your audience appreciates. Seeing the daily special is a good piece of info, and it tends to come in the late morning when you start to think about lunch plans. Other offers and promotions also make sense, but note in my screen grab above that La Tea Room doesn’t abuse the friendship; it only sends an update about once per day.

Second, be human. That means you have to write with some personality and show who you are. It’s even OK to screw up once in a while; just apologize, offer something to make up for the error, and move on. In this case the only flaw I see with La Tea Room is that the account does not identify an actual named person.

The benefits here are very obvious: In just a few short weeks this sandwich place has gotten more than 50 nearby diners to accept daily marketing messages. These people are leaving positive comments on the food and showing their friends that they are following. Each one is a key influencer surrounded by other working stiffs who make daily lunch decisions. And the cost? Well, it takes one person probably 10 minutes a day to craft a single post and monitor responses. If one more sandwich a day is sold this effort pays out.

But this is more powerful than just selling an extra sandwich. Social media such as this helps establish a true, human relationship between the company and its customers. This generates loyalty beyond reason and begins to court “regulars” who like to give their business to people who work hard and seem to care. And once again I ask: If the local sandwich shop can succeed with social media, why isn’t your giant brand making an effort?

Plaid Nation Tour 2009 Wraps Up

Friday, August 21st, 2009

My post is a little belated, but I wanted to give a shout-out to the team from one of the coolest advertising agencies I’ve seen or heard about, Plaid, which recently wrapped up its annual Plaid Nation tour. As I wrote about last year, the agency has been spending a few weeks each summer driving across some part of the country in a “rolling demonstration of creativity and innovation.” Its goal is to check in on cool companies and share its unique take on the marketing world.

Once again the traveling team at Plaid shared their experience with the world using live camera feeds, a blog, and a Twitter account. This year’s tour took them mostly through the heart of the Midwest, including Milwaukee, Chicago, Detroit, Indianapolis, St. Louis, Kansas City, and New Orleans. Sadly the team did not make its way over to our home base in Cincinnati, but maybe next year.

I believe this is a great example of meaningful marketing in the ad-agency world. Companies often choose long-term agency partners based on culture fit. By taking this tour, the people of Plaid are able to show their personalities, both in real-world meetings at the offices of companies and through online tracking. Prospective clients see an agency with high energy, big ideas, and a desire to get in the trenches. It’s no wonder the agency has clients such as Segway and Virgin.

But aside from the business-building benefits, this annual trek is meaningful for Plaid’s company culture. In the agency world, you have to keep your talent inspired if you want them to continue to stay and do great work for clients. By bonding together over a few weeks and meeting new people at top companies, the agency brings needed stimulation. The Plaid Nation tour shows recruits that the agency is special, and I know that Plaid employees love to be part of this, even if they are not one of the few who hits the road.

I look forward to next year’s tour (and next year’s free blogger T-shirt), and hope Plaid rakes in a bunch of new business.

Baxter Delivers Free Health Testing

Wednesday, August 19th, 2009

Just when I thought I have heard every example of meaningful marketing in the healthcare industry, my friend and coworker over at the Dose of Digital blog, Jonathan Richman, shared a very intriguing new example with me this week. It could be the start of a meaningful marketing trend that helps save our healthcare system.

This example comes from healthcare giant Baxter, the producer of a drug called Aralast. Aralast is a drug that was developed to treat alpha-1 antitrypsin (AAT) deficiency. This little-known disease is an inherited condition in which there are low levels or no levels of AAT in the blood. AAT is an enzyme that protects the lungs from neutrophil elastase (NE), another enzyme that is produced by white blood cells. Without AAT, the NE can attack healthy lung tissue. The result can be early emphysema and liver damage.

The “good news” is that only about 100,000 people in the U.S. suffer from this disease, and treatments from companies such as Baxter can help prevent the negative effects of the condition. The bad news is that there are only about 100,000 people in the U.S. who suffer from this disease, which means that many doctors and patients know little about diagnosing and treating it. What’s worse, it is estimated that 95% of those with AAR deficiency are currently undiagnosed. With increasing pressure on healthcare costs and insurance companies’ aversion to “needless tests,” many healthcare providers don’t stock and won’t provide the tests to patients who come in. Many patients experience failing health for years before they are eventually diagnosed correctly.

This is obviously a significant barrier for suffering people, and for Baxter in its attempt to make a return on its millions of dollars of drug-development expenses. What to do? Some might assume the leap to an expensive television awareness campaign, or even government lobbying to force doctors and insurance companies to stock the tests.

But Baxter’s solution is brilliant: The company provides free test kits for healthcare providers, and even allows people to order the kits themselves online to take to their doctors to administer the tests. Baxter pays for shipment to the lab and for the tests themselves, and sends the results back to the physician. It’s a significant added value for both physicians and the people they serve.

According to a recent news release, Baxter has tested more than 50,000 people since 2004. Of those tests, more than 385 people were positively identified with the disease. This goes to show how rare it is, and how usual healthcare economics just won’t work. In addition, about 10% of those tested discovered that they are carriers of the gene that can cause AAT deficiency, and by learning this information they can be better educated about their higher risks of smoking and the risk of passing the gene along to their children.

As people and politicians debate healthcare legislation around the country, I wish more positive light was shining on this example. I wonder what would happen if more healthcare companies were turning their massive marketing budgets away from interruptive awareness building and toward meaningful marketing programs like this. I think we can all agree that this would be a big step forward.

FedEx Adds Value on Facebook

Wednesday, August 5th, 2009

My good friend and our Chief Technology Officer, Mike Wilson, is one of the smartest people I know. One of the comments he made at a presentation last year is that FedEx should have gotten into the email business long before Yahoo! or Hotmail. His belief is that FedEx should have followed its higher-level purpose—to transfer information with speed and security. Instead of allowing a few guys in a garage to build ad-supported email with all of its limitations and spam, FedEx could have done it right, earlier. At best it might have created a powerful new revenue model, and at worst created a meaningful marketing tool for millions of people. Alas, FedEx thought it was in the physical package delivery business, and now it must pay other people to put banner ads on the websites of Yahoo! Mail. But I recently discovered one way that FedEx is attempting to make up for this miss.

I was recently reading a great paper by one of my favorite bloggers, advergirl (aka Leigh Householder), and William Faust from the Design Management Review. The article, “Get Real and Prosper: Why Social Media Demands Authentic Brands,” is an outstanding read. In fact, there are several case studies that show Marketing with Meaning in action. One in particular that I discovered was that of a FedEx Facebook app that was launched in May 2008. Called “Launch a Package,” this was a value-added way for the brand to engage with the large social-media platform. From their article:

One of the limitations of Facebook is that you can’t attach a document or image to a message the way you can in email. So FedEx built an application called Launch a Package that met that need and fit its core brand perfectly. Members who download the application can add an attachment to any Facebook message in one click.

The results were immediate: 100,000 installs in 48 hours and more than 50 percent of users returning more than 10 times after install. The tool became the first branded app to hit #1 on Facebook’s Most Active page.”

An Adweek article on the tool went on to show that two weeks after launch the app had been installed by 258,000 members and was actively used by 15,000. Steve Pacheco, director for advertising at FedEx, seemed to recognize the need for the brand to think bigger about delivering on its brand purpose through digital communication: “We want to own virtual delivery. It’s the next logical step for FedEx.”

Alas, what could have been a great launching pad for more meaningful marketing seems to have fallen apart for FedEx. According to the app’s page, only a little over a year after its launch there are now only 723 active users of the Launch a Package app. There are only 28 reviews, and the average review is 2.6 out of 5.0 stars.

What happened? I don’t know for sure but can guess a few things. First, it’s not the greatest user experience as a tool. The priority of design seemed to be on marketing experience, with Flash actions, virtual gifts, and a form to fill out that looks like a package. While cool, these bells and whistles distract from the core utility of the tool. I also disliked the limit on file size and inability to send .zip files. So likely many people tried the app a few times, had a so-so experience, and moved on.

The second limit I see is that this seems to have gotten little focus from the core FedEx business. It’s a fun tool from the marketing department and advertising agency, rather than a real “product” of FedEx—and certainly not something that is “owning virtual delivery” today. I’d bet it would be much better if the entire company got behind using digital tools to better transfer important communication.

I hope that this experiment has led FedEx to do more thinking and strategizing around social media, digital services, and meaningful marketing. My fear is that the rapid decline in usage of the Facebook app frightened the company away from doing more. Either way, this makes a great case study for those of us trying to figure out how to make marketing meaningful in the social-media space.